book

The Leadership Pipeline: How to Build the Leadership Powered Company, Second Edition

Name: The Leadership Pipeline: How to Build the Leadership Powered Company, Second Edition
ISBN: 9780470894569

by Ram Charan, Stephen Drotter, James Noel

January 2011

Intermediate to advanced

343 pages

English

Jossey-Bass

Audiobook available

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Copyright
Foreword
Preface to the Revised Edition: Observations from the Field
Deep-Seated Development ErrorsFour External Pipeline FactorsOutside Talent Hasn't Met Organizational NeedsThe Critical New Markets: China, India, and Other Emerging MarketsJob Content Is ChangingThe Need for Role ClarityA Model for the Future as Well as the Present
Introduction
The Trouble with Finding and Developing Leaders: The New Economy, Globalization, and Organizational PerspectivesUntapped Leadership PotentialPassages Through the PipelineTwo Leadership Turns That Give Many People TroubleMaking the Commitment to Fill the Leadership PipelineUnderstanding the Passages and How to Use Them
1. Six Leadership Passages: An Overview
1.1. Passage One: From Managing Self to Managing Others1.2. Passage Two: From Managing Others to Managing Managers1.3. Passage Three: From Managing Managers to Functional Manager1.4. Passage Four: From Functional Manager to Business Manager1.5. Passage Five: From Business Manager to Group Manager1.6. Passage Six: From Group Manager to Enterprise Manager1.7. Adapting the Model to Small Business Requirements1.8. Passages Through the Pipeline1.9. Frequently Asked Questions1.10. Observations from the Field
2. From Managing Self to Managing Others
2.1. The Rising Power and Expectations of Individual Contributors2.2. Three Achievements of Terrific First-Time Managers2.2.1. Defining and Assigning Work to Be Done2.2.2. Enabling Direct Reports to Do the Work2.2.3. Building Social Contracts2.3. Two Examples of Transition Troubles2.4. Pipeline-Unclogging Tactics2.5. Who Is Responsible?2.6. Frequently Asked Questions2.7. Observations from the Field
3. From Managing Others to Managing Managers
3.1. A Failure to Empower First-Line Managers3.2. Five Signs of a Misplaced Manager of Managers3.3. What Managers of Managers Should Do3.3.1. Selecting and Training Capable First-Line Managers3.3.2. Holding First-Line Managers Accountable for Managerial Work3.3.3. Deploying Resources Among Units3.3.4. Managing the Boundaries3.4. How to Help Managers of Managers Through This Leadership Passage3.5. A Role Model for Managers of Managers3.6. Frequently Asked Questions3.7. Observations from the Field
4. From Managing Managers to Functional Manager
4.1. Maturing into a Functional Leader Role4.2. A Common Flaw in New Functional Managers4.3. A Strategic Mind-Set, a Holistic Approach4.3.1. Functional Strategy4.3.2. Managing the Whole Function4.4. Valuing What You Don't Know4.5. Ron's Story4.6. Identifying Dysfunctional Signs4.7. Developing Mature, Strategic, Whole-Functional Managers4.8. Frequently Asked Questions4.9. Observations from the Field
5. From Functional Manager to Business Manager
5.1. Super Performance Does Not Require Superwoman5.2. Thinking Differently5.3. Managing the Complexity5.4. Learning to Value All Functions5.5. Being Highly Visible5.6. Addressing the Challenge of E-Commerce5.7. Warning Signs of Leadership Transition Troubles5.8. Development Options: Self-Learning, New Experiences, and Reflection5.9. A Successful Transition: Letting Go of the Functional Mind-Set5.10. Frequently Asked Questions5.11. Observations from the Field
6. From Business Manager to Group Manager
6.1. Succeeding Indirectly6.2. Managing and Developing Business Managers6.3. Connecting the Business to the Corporation6.4. Managing the Uncovered6.5. A Business Manager Mentality in a Group Executive Body6.6. Warning Signs6.7. Developing Group Executives: A Mix of Training, Measures, and Experience6.8. The Quintessential Group Executive6.9. Frequently Asked Questions6.10. Observations from the Field

7. From Group Manager to Enterprise Manager
7.1. Challenge One: Delivering Consistent, Predictable Top- and Bottom-Line Results7.2. Challenge Two: Setting Enterprise Direction7.3. Challenge Three: Shaping the Soft Side of the Enterprise7.4. Challenge Four: Maintaining an Edge in Execution7.5. Challenge Five: Managing the Enterprise in a Broader, Global Context7.6. A Significant Value Shift7.7. Signs That a CEO Is Struggling7.8. CEO Development: No Skipping Levels Allowed7.9. Don't Set Up a CEO for Failure7.10. Frequently Asked Questions7.11. Observations from the Field
8. Diagnostics: Identifying Pipeline Problems and Possibilities
8.1. Three Good Reasons to Diagnose Early and Often8.2. A Tool to Look Beyond What Got Done8.3. Mary and Charlie's Story8.3.1. Leadership Skills8.3.2. Time Application8.3.3. Work Values8.4. Diagnostic Steps8.4.1. Individual Perspective8.4.2. Group Perspective8.5. Skipping Levels: The Brightest Aren't Always the Best8.6. Frequently Asked Questions8.7. Observations from the Field
9. Performance Improvement: Clarifying Roles and Creating Performance Standards
9.1. The Relevance of Role Clarity9.1.1. Gaps9.1.2. Overlaps9.2. Defining Performance Standards9.3. Using Performance Standards to Develop Leaders9.4. Strategies for Getting to Full Performance9.4.1. Strategy One: Start with the Boss and Not the Subordinate9.4.2. Strategy Two: Search for Evidence of an Appropriate Values Shift9.4.3. Strategy Three: Use Action Learning as a Primary Vehicle for Development9.4.4. Strategy Four: Address Inappropriate Performance Immediately9.5. The Retention-Development Connection9.6. Frequently Asked Questions9.7. Observations from the Field
10. Succession Planning
10.1. Toward a Leadership Pipeline Definition of Succession Planning10.2. Transforming Potential from a Negative to a Positive10.3. Setting Clear Standards to Assess Potential10.4. How to Do Succession Planning That Fills the Pipeline10.5. Frequently Asked Questions10.6. Observations from the Field
11. Identifying Potential Pipeline Failures
11.1. Selecting the Wrong Person Jerry and Tim's Story11.2. Leaving the Wrong Person in the Job Too Long11.3. Jerry and Vince's Story11.4. Failure to Seek or Listen to Feedback11.5. Tom's Story11.6. Defining Jobs Poorly11.7. Institutional Failure11.8. Frequently Asked Questions11.9. Observations from the Field
12. The Functional Career Passage
12.1. Group Functional Manager12.2. Broad and Complex Requirements12.3. Jane's Story12.4. Signs That a Group Functional Manager Is Not Performing12.4.1. A First Sign: Acting Like a Politician12.4.2. A Second Sign: Excessive Dabbling in the Functional Manager's Work12.4.3. A Third Sign: Being Captured by the Group Executive12.5. Enterprise Functional Managers12.6. Distinctive Skill Requirements and Work Values12.7. Signs That an Enterprise Functional Manager Is Working at the Wrong Level12.8. Developing Enterprise Functional Managers12.9. Frequently Asked Questions12.10. Observations from the Field
13. Coaching
13.1. Coaching Framework13.2. Sam and Linda's Story13.3. Clear, Complete, Compelling Feedback13.4. Bob and Martin's Story13.5. Letting Go13.6. Redefining Coaching from a Leadership Development Perspective13.7. Tina's Story13.8. Frequently Asked Questions13.9. Observations from the Field
14. Benefits Up and Down the Line
14.1. Making Leadership Development a Core Competency: Best Practices at Marriott International14.2. Making Development Actionable and Understandable14.3. Providing Boards with Insight and Information14.4. Enterprise Leaders14.5. Group Executives14.6. Business Managers14.7. Functional Managers14.8. Managers of Managers14.9. First-Line Managers14.10. A Flexible Pipeline for Changing Organizations14.11. Frequently Asked Questions14.12. Observations from the Field
Acknowledgments
The Authors

Content preview from The Leadership Pipeline: How to Build the Leadership Powered Company, Second Edition

Chapter 4. From Managing Managers to Functional Manager

This is a big promotion. At smaller companies it is often the domain of vice presidents, who become entitled to stock options, club memberships, cars, officer status, and other forms of recognition. An individual who is named functional manager is now a member of the business team and reports to a business general manager. In many instances, people who were recently his peers now report to him. His functional peers from earlier in his career report to him two or three levels removed from his current position. As a functional manager, he is going to be asked to contribute in ways that are remarkably different from how he has contributed in the past. Though his contributions will depend in ...

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The Leadership Pipeline: How to Build the Leadership Powered Company, Second Edition

by Ram Charan, Stephen Drotter, James Noel

Chapter 4. From Managing Managers to Functional Manager

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